Hire & Retain

Practicing superior candidate management and offering excellent candidate care can help law enforcement professionals select the right person for the job, while ensuring a sufficient talent reserve in the future. Even companies with limited hiring or a hiring freeze can benefit from taking a closer look at their screening and evaluation processes to minimize hiring time and to take advantage of new technology and improved screening and evaluation techniques.

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Some of the tools that JYB Employment Solutions use to Screen and Evaluate Candidates:

The processes JYB Employment use to find and select the best talent possible for an open position include the following: 

Posting open positions on career sites to solicit resumes and employment applications.

Pre-screening to eliminate candidates who do not meet the basic requirements of the position.

Using a preliminary assessment to screen out those who lack the desired level of skills and competencies for the job.

Performing an in-depth assessment through interviews and job simulations to select candidates with the highest potential for job success

Applicant Tracking and Resume Management

Technology can reduce the time it takes busy hiring managers to screen job candidates. Many companies use an online application process that includes behavioral assessment tools that have been internally validated. The goal is to adopt a robust and efficient hiring system that saves managers time, results in improved quality of hire and drives cost savings through a reduction in paper. 

With the new applicant tracking systems, companies are increasingly moving their historically paper-based compliance forms online, creating a number of new efficiencies. When everything is done electronically, all the relevant information is already in the system if there is an audit. This automation also results in cost and time savings by reducing the amount of paper contained in new-hire packets. 

Pre-Screening of Candidates

The pre-screening process typically begins with the review of a candidate's employment application and resume, followed by a telephone interview. A recent trend among some organizations is to use a candidate's social networking profile as a tool in the screening process. 

Employment Application and Resume Review

The purpose of an employment application and resume review is to screen out applicants who do not meet the basic requirements for a position (e.g., minimum experience or education, willingness to relocate, salary requirements).

Telephone Interviews

Phone interviews are a quick, lower-cost alternative to conducting a first-round interview in person. An initial phone conversation can give the employer a wealth of information about a candidate's overall communication skills, sense of humor, ability to listen, attitude and professionalism. During the call, employers first try to determine if a candidate has the right education, experience and knowledge to do the job. They also focus on the prospect's motivation for applying for a particular job to make sure he or she has realistic expectations. 

A typical pre-screening telephone interview lasts 20 to 30 minutes and includes questions designed to eliminate candidates who are not eligible for consideration. Examples of questions include the following:

  • Is the salary range for this position within your acceptable range? 
  • Why are you searching for a new position? 
  • What are the top three duties in the job you now have or in your most recent job? 
  • What is your highest degree? 
  • What do you see as your strongest skills, and what are your key challenges?

Within a relatively short period of time for a minimal investment, employers can decide to schedule a face-to-face meeting or determine that they have no further interest in the candidate.

Use of Social Media 

Online technologies are increasingly bringing once private information to the public sphere. If you type a person's name into an online search engine such as Google, you might pull up a video from YouTube, a profile on Facebook, photos and myriad other pieces of information that are akin to an individual's social "resume." For those born after 1993 who have always lived in coexistence with the Internet, the blurring of lines between appropriate and inappropriate use of this type of information is common. However, for other generations, it may be disconcerting to know that one's personal information is only one click away. When recruiters use online search engines and social networking sites to screen job candidates quickly, easily and informally, they may pull up either a wealth of helpful information or very little, depending on how protective the prospective employees are of their online privacy. In spite of these risks and uncertainties, human resources is increasingly using the Internet as an HR tool. 

For example, social media can provide a snapshot of applicants' professional personas. Do they belong to professional organizations? What type of volunteer activities are they involved in? What type of other organizations do they align themselves with? Will they represent the organization well in the community?

Preliminary Assessment of Eligible Candidates

Preliminary assessment of candidates can be conducted through in-person interviews, structured panel interviews, video interviews or any combination of the three. 

In-Person Interviews

The three key goals of employment interviews are to find out as much as possible about what the candidates know, to learn how they have applied and tested work skills, and to determine where their aptitudes lie, thereby defining the path of future growth and development. Ideally, each of the 10 to 12 questions interviewers ask during a typical one-hour interview should provide the most insight on the candidates' knowledge, skills and abilities. Scrutinizing interview questions before using them can help improve their strength and effectiveness and ensure that the interviewer and the candidate get the most out of their conversation. To examine the usefulness of each interview question, interviewers should answer the following questions about each one: What is the most likely response to this question? Does that answer give me concrete data that will help me make a hiring decision? If either test falls flat, the question needs work. If both tests fail, the interviewer should toss out the question and start over. 

Enabling candidates to share answers with depth and breadth about skills, knowledge and experiences gives a hiring manager much more useful information than using canned interview questions to see if the candidate can give the "right" or "best" answer. Hiring success depends heavily on the ability to assess accurately what candidates can bring to the organization. In addition, it shows how the organization can interact with its newest employees to develop underused skills and provide a level of professional satisfaction that will keep them engaged and happy to continue as productive members of the organization. 

Structured Panel Interviews

Organizations have become more rigorous and sophisticated in their selection processes. As a result, many companies use a panel interview, particularly for positions considered mission critical. The cost of making a bad hire is high, so employers must ensure that candidates can do what they say they can do. Typically, individuals on the panel plan their questions based on interest or subject area and then divide them so each can interview the candidate. The structured panel interview gives everyone who will have significant interactions with the new employee an opportunity to meet and interact with the candidate at the same time, helping make certain that the group makes the best possible selection. Team interviews are usually less formal than panel interviews, but use the same, multi-interviewer approach. 

Video Interviews

Over the past decade, widespread technological advances in teleconferencing, video recording and streaming media have occurred. Video interviewing is most popular with high-tech companies and those in the communications industry, but universities, community colleges, executive recruiting firms and large multinational corporations also use this method. As companies expand their candidate searches nationally and internationally, the popularity of video interviewing is likely to continue to grow. Video interviewing allows long-distance candidates to be more viable. Unlike conducting a phone interview or reading a resume, a video interview lets the employer observe candidates' body language and how they answer questions; however, its key advantage is a reduction in travel costs and a more efficient use of time for both the recruiter and candidates. 

In-Depth Assessment

Depending on a particular position, in-depth assessment may be necessary to ensure the individual has the necessary skills and competencies to perform the job. 

Pre-Employment Testing

The purpose of employee testing is to help the employer predict how well an individual will perform on the job. Hiring the wrong people can be expensive, and selection errors can have a negative impact on employee morale and management time, waste valuable training and development dollars, and reduce employee productivity and a company's profitability. According to the Uniform Guidelines on Employee Selection Procedures of 1978 issued by the EEOC, any employment requirement an employer uses is considered a "test." As a result, there is the potential for litigation if a selection decision is challenged and determined to be discriminatory or in violation of state or federal regulations. Therefore, HR professionals must ensure that the selection process—and any procedures related to other employment decisions—are reliable, valid, equitable, legal and cost-effective. 

Verification of Candidate

Employers may wish to verify a candidate's prior employment, education, criminal background information and other pertinent data to ensure the candidate is being honest about his or her experience and credentials. An employer may conduct these checks in-house or contract with a vendor, but any related legal requirements in performing and using these checks will ultimately be the employer's responsibility.  

Criminal Background  Checks

Courts are increasingly challenging employers' use of criminal background checks. The EEOC has stated that "an absolute bar to employment based on the mere fact that an individual has a conviction record is unlawful under Title VII."1 Yet the agency also observed that Title VII does not wholly bar the use of criminal records in employment decisions. Instead, the EEOC has provided a framework for assessing criminal records when making an employment decision. 

Digital Consent, Integrated, mobile-optimized electronic consent which in turn will avoid candidate confusion, speed up turnaround times, and helps mitigate litigation risks. Record Filtering, Customized background check results by specifying the types of records to show or hide, allowing you to focus on the records that really matter to your company. Automated Adjudication, Apply status and adjudication rules to automate background check review workflows, including the option to automatically kick off the adverse action process.

All of our investigators are state certified and former law enforcement personnel. We perform the following: Criminal Record Checks, Moral/Character Checks, Driving Record Checks, Drug Screening, Credit Checks, Education Verification, Civil Court Checks, Employment Verification, Healthcare Sanctions, Social Media Checks, Identity Verification and International Background checks.


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